Using APA Format: Write A 4-5 Page Paper Addressing The Ques ✓ Solved

Using Apa Format Write A 4 5 Page Paper Addressing The Questions Below

Using APA format write a 4-5 page paper addressing the questions below. For each scenario, cite at least one of the readings for each answer and try to cite four of the references or videos.

Scenario 1: Job Enrichment for Telemarketers at ABC Corporation

The ABC Corporation has a team of telemarketers with a basic job description: contacting potential customers who have expressed interest through the company's website. Their performance is evaluated based on monthly sales and customer satisfaction surveys, with monthly feedback provided. They initially receive some training, but they have significant autonomy in how and when they make calls, including customizing sales pitches as long as they do not deceive customers. Additionally, they can work remotely and set their schedules based on their sales performance.

Despite good team performance, there is concern over high turnover rates among telemarketers, prompting the company to consider job enrichment strategies. Your task is to identify which of the five core job dimensions discussed in Bauer and Erdogan (2012) or Griffin (2007) should be emphasized during a job redesign intervention. Which dimensions are most critical to revise, and which may remain unchanged? Justify your choices with references from the literature.

Scenario 2: Job Design for Senior Medical Staff at Grand Valley Medical Clinic

The clinic employs four senior medical professionals—Dr. Roberts (pediatrician), Dr. Wilson (cardiothoracic surgeon), Dr. Drake (ophthalmologist), and Nurse Desser (general health checks). While they have strong performance records and high training requirements, management worries about boredom and dissatisfaction that could lead to attrition. The challenge is to adapt their jobs to reduce monotony and enhance job satisfaction.

Would you recommend a traditional job redesign approach or a job crafting approach? Specify which strategies or interventions—such as job rotation, enlargement, enrichment, or crafting—are most appropriate, with references to Wrzesniewski (2014) and Dik & Duffy (2012). Explain why the selected approach would be more effective in this context.

Scenario 3: Job Crafting Recommendations for Transwest Airlines Employees

As a job crafting consultant, you are asked to advise two groups at Transwest Airlines: airline pilots and online marketing team members. Pilots primarily focus on flying safely—the core task of their role—while the marketing team handles multiple tasks such as web design, customer calls, and social media promotion.

Identify which of Dik and Duffy's (2012) job crafting types—task, relational, or cognitive—would be most suitable for each group. Additionally, examine whether a 'swap meet' from Wrzesniewski (2014) would be appropriate for either group. Are there other crafting strategies from the same source that could benefit either pilots or marketers? Justify your recommendations with references.

Scenario 4: Comparing Job Redesign and Job Crafting

Finally, provide a discussion covering: A) the main similarities and differences between job redesign and job crafting; and B) the primary advantages and disadvantages of each approach. Use insights from the assigned readings to support your analysis.

Sample Paper For Above instruction

The concepts of job design and job crafting are central to organizational behavior and human resource management, especially in efforts to improve employee motivation, satisfaction, and retention. Each approach offers distinctive strategies for modifying work roles to meet organizational and individual needs. This paper explores these strategies across various scenarios, drawing upon key scholarly sources including Bauer and Erdogan (2012), Griffin (2007), Wrzesniewski (2014), and Dik and Duffy (2012).

Scenario 1: Job Enrichment for Telemarketers at ABC Corporation

Telemarketers at ABC Corporation operate in a largely autonomous environment, which aligns with several of the core job dimensions identified by Bauer and Erdogan (2012). In particular, skill variety and autonomy stand out as critical factors influencing job satisfaction and motivation. Given their freedom to design their sales pitches and work schedules, further increasing these dimensions could enhance their engagement and reduce turnover.

Job variety, defined as the degree to which a job requires a variety of skills and activities, can be expanded by allowing telemarketers to diversify their outreach strategies or develop new engagement methods. Autonomy, already high, can be strengthened by giving telemarketers more control over their workflows and performance metrics, fostering a sense of ownership and intrinsic motivation.

Conversely, certain dimensions like task identity—knowing that one’s efforts lead to a final outcome—may already be sufficiently addressed in this role. Similarly, job feedback is provided through monthly reports, although increasing direct feedback could further improve performance and satisfaction.

Research by Griffin (2007) supports these choices, emphasizing that enhancing skill variety and autonomy can positively impact motivation, especially in roles with high levels of discretion. Therefore, to effectively reduce turnover, ABC Corporation should focus on revising job dimensions related to skill variety and autonomy, while maintaining or improving feedback mechanisms.

Scenario 2: Job Design for Senior Medical Staff at Grand Valley Medical Clinic

High-ranking medical staff with specialized skills often face burnout and boredom, which can threaten job satisfaction and retention. While traditional approaches such as job rotation and enrichment can be viable, a more personalized strategy like job crafting may be more effective for highly trained professionals.

Wrzesniewski (2014) emphasizes that job crafting allows employees to proactively modify their tasks, relationships, and perceptions of their work, leading to increased meaningfulness. For senior physicians and nurses, engaging in job crafting could involve redefining their roles to incorporate mentoring, research, or administrative tasks aligned with their interests, thereby reducing monotony and fostering a sense of professional growth.

Alternatively, job enrichment—adding meaningful responsibilities—may be limited by their specialized roles, which require extensive training and narrow focus. Job rotation could be disruptive given their high expertise, potentially impacting patient care and safety.

Therefore, a tailored job crafting approach—empowering these professionals to redefine their roles within safe boundaries—would likely provide the best balance of challenge and reward, improving job satisfaction and retention.

Scenario 3: Job Crafting Recommendations for Transwest Airlines Employees

For airlines pilots, task crafting—altering how they approach flying—may be limited due to strict safety protocols. However, relational crafting—developing stronger relationships with crew members or passengers—could enhance job satisfaction without compromising safety standards.

On the other hand, online marketing teams handle diverse tasks, making task crafting particularly relevant. They could expand their roles by taking on new projects or innovating existing campaigns, which could increase job engagement and skill development.

Regarding “swap meets” from Wrzesniewski (2014), such exchanges of job tasks and roles may be suitable for the marketing team, fostering cross-training and variety. For pilots, swap meets could be less appropriate given safety and regulatory constraints. Nonetheless, cognitive crafting—altering perceptions about the importance of their work—may benefit pilots by reinforcing their role's significance, thus enhancing motivation.

Applying these strategies can foster more meaningful engagement; for example, encouraging pilots to view their work as critical to safety and customer experience, while marketers can benefit from task expansion and relationship building.

Scenario 4: Comparing Job Redesign and Job Crafting

Job design and job crafting share the common goal of improving employee work experience, but differ in scope and approach. Job redesign is typically a top-down, organizational-level intervention involving deliberate structural changes such as enrichment, enlargement, or rotation (Hartzell, 2015). Conversely, job crafting is a bottom-up process where employees proactively modify their tasks, relationships, and perceptions to tailor their jobs to their strengths and preferences (Wrzesniewski, 2014).

Both techniques aim to enhance motivation and satisfaction; however, they differ in flexibility and employee agency. Job redesign often requires managerial approval and organizational change initiatives, which can be slow and bureaucratic. Job crafting fosters individual initiative and personalization but may lack consistency across roles.

The advantages of job redesign include systematic improvements and potential organization-wide impacts, while disadvantages include rigidity, cost, and possible misalignment with individual preferences. Job crafting offers personalized alignment, increased autonomy, and adaptive resilience but may lead to role ambiguity if not monitored.

Ultimately, integrating both approaches can be beneficial—using organizational job redesign to establish broad frameworks, complemented by job crafting to customize roles and meet individual needs effectively.

References

• Bauer, T., & Erdogan, B. (2012). Motivating employees through job design. In Introduction to Organizational Behavior. Flatworld Knowledge.
• Griffin, R. (2007). Principles of Management. Houghton Mifflin, New York.
• Wrzesniewski, A. (2014). Engage in job crafting. In J. Dutton & G. M. Spreitzer (Eds.), How to Be a Positive Leader: Small Actions, Big Impact. Berrett-Koehler Publishers.
• Dik, B. J., & Duffy, R. D. (2012). Make Your Job a Calling. Templeton Press.
• Hartzell, S. (2015). Types of job redesign: Job enrichment, enlargement & rotation. Intro to Business.
• Wrzesniewski, A. (2015). Job crafting - Amy Wrzesniewski on creating meaning in your own work. Re:Work with Google.